The Performance of Workers by Utilizing Self-Leadership in Health Sector: A Review (original) (raw)
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The Journal of Basic and Clinical Health Sciences
This research is conducted in order to investigate the relationship between self-leadership skills of health employees and job performance and institutional performance. Methods: The study was carried out in accredited and non-accredited two hospitals in Ankara. The survey prepared within the scope of the research was applied to health employees. A total of 332 (109 from accredited 223 from non-accredited) valid questionnaires were obtained from the survey conducted based on the total number of personnel of the hospitals. Results: When the self-leadership levels of the two institutions are analyzed in general, the self-leadership levels of the employees in the accredited institution (4.160) were found to be higher than the self-leadership levels of the employees in the non-accredited institution (3.830). Three different hypotheses were tested in the model. According to the findings obtained from the study, three hypotheses were accepted. Conclusion: When all the study findings were evaluated as a whole; employees' self-leadership skills are important in achieving institutional performance goals such as patient safety, efficiency and productivity in complex health institutions. Therefore, encouraging employees in this field and supporting them with the necessary training can be considered as an important parameter in reaching the objectives of the institution.
Exploring the impacts of personal factors on self-leadership in a hospital setting
SUMMARY Self-leadership may be defined as a self-effecting process that individuals experience by maintaining the motivation they require for fulfilling their roles and duties. The self-leadership process comprises three key strategies: behaviour-oriented strategies, natural reward strategies and constructive thought pattern strategies. What is intended herein is to inquire about the implementation of self-leadership within organisations and to examine the effects of such variables as age, gender, total terms of employment, marital status and education on self-leadership strategies. The primary data collection instrument was a survey distributed to 450 personnel working at a state hospital in Kırıkkale, Turkey, and feedback thereto was received from 308 (68.4%) of those surveyed. As a result of the findings taken from the analyses, age, total terms of employment and receipt of education in leadership affect the use of self-leadership strategies. Although age and total terms of employment display a negative-directional correlation with the self-leadership strategies, female employees and those who receive education in leadership are more inclined towards self-leadership strategies.
Self-Leadership as a Tool for Enhancing Performance at Workplace
GIS Business , 2019
Self-leadership is the foundation of any leadership development initiative. It helps in developing an understanding of who you are (self), what you can do (your ability) and the ability to influence your communication, emotions, and behavior on the path to reach your goal. It is also related to the greater insight of work satisfaction, effective work relationships, enhanced communication, quality management, and in terms of health outcomes, less work stress and greater perceived wellness. The purpose of this paper is not only to study how Self- Leadership helps to succeed and motivate team to improve themselves and increase their productivity but also to explore how it may help an individual to come out of the stress and maintain proper work- balance. Further the research intends to evaluate self-leadership as the most effective tool for enhancing one’s performance at the workplace and how it further affects the performance of the team.
Journal of Occupational and Organizational Psychology
The present study aims to test the impact of a self-leadership intervention on the work engagement, performance, and health of health care workers. By integrating selfdetermination theory and self-leadership theory, we propose that when employees are trained how they can autonomously influence own cognitions and behaviour, this will impact their work engagement, perceived performance, and general health. To test the hypotheses, a longitudinal field experiment with three measurement waves was conducted (pre-intervention, immediately after the intervention, and 2 months after the intervention). Health care professionals (n = 195) from five different organizations participated on voluntary basis and were randomly assigned to the intervention or control group. Results show that a self-leadership training positively impacts work engagement and performance of health care workers. Furthermore, the improved work engagement also mediates the effects of the training on health and performance 2 months later. No direct effect was found on general health. Theoretical and practical implications are discussed. Practitioners points The self-leadership intervention facilitates healthcare workers to develop self-determination and autonomous motivation, which will positively impact their work engagement, health, and performance Participation in the self-leadership intervention needs to be based on volition as this will contribute to the intrinsic motivation for actual self-leadership development through training. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.
Work in Progress: Evaluating and Providing Solutions for Self-Leadership
International Public Management Review, 2013
The basic principle of team leadership within an organization is self-leadership. This is because leadership of the self within a team is so important. Self leadership can be defined as self-knowing, self-awareness, self-management and self-discipline: each of these components assists in the implementation of leadership within the organization. The goal of this paper is to analyze the components of self-leadership. This study is applicative in its goals, and statistical in implementation. All of the personnel of Payam Noor University- Kangavar branch in 2011-2012 were chosen as the statistical branch. 44 of 55 people were chosen as the sample size. A self-leadership questionnaire with 18 questions and reliability coefficient of 70% was used to collect data. Further data analysis was conducted with using a T-test; the research demonstrated that there is a significant correlation between the self-leadership components of Payam Noor University personnel.
Peningkatan Etos Kerja Perawat Pelaksana Melalui Pelatihan Self-Leadership
Jurnal Kepemimpinan dan Manajemen Keperawatan, 2019
Self-leadership is a power that is inherent in individuals to influence, direct, control, and push themselves to achieve the desired goals. Self-leadership training is very important to improve work behavior in hospitals. The purpose of this study was to determine the effect of self-leadership training on nurses' work ethic at the government hospital. The research method uses a quasi-experimental method with nonequivalent control two groups with pre-post test design. The research sample was taken using consecutive sampling with a total of 98 nurses, 49 nurses as the control group and 49 nurses as the intervention group. In the intervention group, self-leadership training was given, whereas the control group was not. The results of the Wilcoxon Signed Ranks test in the intervention group found that there were significant differences in work ethic before and after training (p = 0.00, p˂0.05) while in the control group there were no signiDicant differences in work ethic before and after training (p=0,317, p˃0,05). Spearman's Rho test results showed that there was an effect of self-leadership training on nurses' work ethic at the government hospital (p = 0.00 <0.05). Self-leadership training can improve nurses' work ethic at hospitals so it is recommended to conduct training on an ongoing basis to maintain consistency of work ethics in hospitals.
Self-Leadership to Make Employees Give Their Best
Journal of Global Strategic Management, 2023
Self-leadership is one of the critical power and control centers that drives organizations. Although senior management controls employees, employees determine how much of management's requests are implemented in the final stage. This article investigates the role of self-leadership and psychological empowerment in job performance. The purpose of this paper is to examine the effect of employees' use of self-leadership strategies on their job performance and to determine whether psychological empowerment has a mediating role in this relationship. Data were obtained by the voluntary participation of 512 employees operating in various sectors (The majority of them are those working in the insurance sector with 69.3%.) in Turkey. A convenience sampling method was used to collect the questionnaires. The SPSS program was used to analyze the data sets obtained. And, the mediator analysis was performed with PROCESS Macro on model 4. It has been found that psychological empowerment has a partial mediating effect on the relationship between self-leadership strategies and job performance. Study results show that employees' self-management potential is a vital business resource, and it is possible to evaluate this resource effectively with self-leadership strategies. The paper contributes to self-leadership and psychological empowerment literature and offers practical implications for organizations.
Journal of Managerial Psychology, 2006
Purpose -The purpose of this paper is to provide a thorough review of self-leadership literature past and present, including a historical overview of how the concept was created and expanded as well as a detailed look at more recent self-leadership research trends and directions. The paper also presents a theoretical and conceptual explanation and differentiation of the self-leadership concept relative to other related motivational, personality, and self-influence constructs. Design/methodology/approach -Self-leadership research and related literatures of motivation, personality and self-influence are discussed and described in order to present the current state of the self-leadership body of knowledge and to suggest future directions to explore and study. Findings -It is suggested that self-leadership is a normative model of self-influence that operates within the framework of more descriptive and deductive theories such as self-regulation and social cognitive theory. Research limitations/implications -While self-leadership research composes an impressive body of knowledge, it is a domain of study that has been under-investigated in some aspects, both empirically and conceptually. Practical implications -This paper suggests several future directions that researchers can undertake to advance self-leadership knowledge. Originality/value -This paper fills a void in the organizational literature by reviewing the body of self-leadership knowledge, by stating how self-leadership is a distinctive theory in its own, and by presenting directions for future self-leadership research.
EVALUATING AND PROVIDING SOLUTIONS FOR SELFLEADERSHIP
The basic principle of team leadership within an organization is self-leadership. This is because leadership of the self within a team is so important. Self leadership can be defined as self-knowing, self-awareness, self-management and self-discipline: each of these components assists in the implementation of leadership within the organization. The goal of this paper is to analyze the components of self-leadership. This study is applicative in its goals, and statistical in implementation. All of the personnel of Payam Noor University-Kangavar branch in 2011-2012 were chosen as the statistical branch. 44 of 55 people were chosen as the sample size. A self-leadership questionnaire with 18 questions and reliability coefficient of 70% was used to collect data. Further data analysis was conducted with using a T-test; the research demonstrated that there is a significant correlation between the self-leadership components of Payam Noor University personnel.
Investigating the Relationship between Self-Leadership Strategies and Job
2015
The aim of this study was to investigate the relationship between self-leadership strategies and job satisfaction. The study took place at an educational organization in Isfahan. A random sample of 164 employees was selected. This research was conducted using two separate questionnaires. Self-leadership was assessed using a standard questionnaire (Houghton and Neck, 2002). This Questionnaire uses 35 questions to measure the three subscales. For job satisfaction based on Weiss et al. (1967) and Eskildsen et al. (2010) has been developed a questionnaire with three subscales. Structural equation modeling was conducted to test the hypotheses. The finding showed that the “behavior focused strategies”, “natural reward strategies ” and “constructive thought pattern strategies ” (with a significant coefficient at 0.61, 0.59 and 0.63) had a significant effect on job satisfaction and self-leadership influences on job satisfaction with a significant path coefficient at 0.73. The result of this...